Antecedents and performance consequences of international outsourcing

By Michael J. Mol, R. van Tulder, P. Beije. 2005

196 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f005f469661f7c7a08555a933635a0318ec8b858

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Citations in the corpus

Global purchasing: state of the art and research directions (2006, methodology): “…PRESS L. Quintens et al. / Journal of Purchasing & Supply Management 12 (2006) 170–181 173 market performance or stronger buyer–supplier relationships are often based on multiple regression analysis (e.g., Kotabe and Murray, 1990; Kotabe et al., 1998; Mol et al., 2005; Sawhney Celly et al., 1999).”
Creating Value through Offshore Outsourcing: An Integrative Framework (2013, unknown): “In addition, Mol et al. (2005) while examining 200 manufacturing firms in Netherlands find no effect of international outsourcing on firm performance.”
Understanding offshoring: A research framework based on disintegration, location and externalization advantages (2009, background): “Kotabe and Omura, 1989) or international outsourcing (Mol et al., 2005) have focused on one set of factors.”
What goes around, comes around: Effects of offshore outsourcing on the export performance of firms (2011, background): “5The small amount of existing empirical evidence confirms that large firms outsource more abroad (Mol et al., 2005).”
Offshore outsourcing as a source of international competitiveness for SMEs (2009, background): “Academic researchers, policy analysts, and the business press have employed multiple definitions of offshoring1 ( Mol, Van Tulder, & Beije, 2005;”
A Review of Outsourcing from the Resource-Based View of the Firm (2006, unknown): “(1) those that consider that outsourcing entails a stable, long-term collaboration agreement in which the supplier becomes a strategic partner and where there are exchange relations with independent firms (Mol et al. 2005; Quélin and Duhamel 2003; Sacristán 1999) (2) those definitions that indicate ”
Real Options in Management and Organizational Strategy: A Review of Decision‐making and Performance Implications (2012, unknown): “The option to outsource operations to a low cost location is another example of the flexibility of international operations (Leiblein and Miller 2003; Mol et al. 2005).”